Early Autum Essay Example for Free

Early Autum Essay Langston Hughes short story â€Å"Early Autumn† demonstrates how distance and time can heal a broken heart. The main character Bill illustrates his distance from Mary showing that he has moved on with his life and relationship. The symbolism in Langston Hughes short story â€Å"Early Autumn† reveals the coldness and distance Bill has towards his and Mary’s once relationship. Hughes writes, â€Å"It was late afternoon. Nearly sunset. Cold. † (Hughes, n. d. , para 4) is a perfect example of Bill’s and Mary’s lost relationship. The sunset symbolizes the darkness and coldness in Bill and Mary’s now relationship. Bill is unable to see anything other than a casual friendship with Mary. The coldness has moved in and fall has packed her bags and winter has now arrived to take up residence. The trees are bare and lifeless, it resembles how Bill feels towards the relationship him and Mary once shared, he is emotionless almost lifeless towards Mary. For Bill the darkness is so thick he is unable to see anything in front of him. This woman standing before him may have been someone he once knew a long time ago but she is now someone he no longer recognizes. It’s like the grim reaper had made his appearance taking any life and happiness that had been for Bill and Mary’s once relationship. For Bill that part of his life had been buried and laid to rest a long time ago. The handshake symbolizes the finality of the once relationship for Bill. Mary still clings to the hope that Bill has feelings for her upon seeing him again (â€Å"Unconsciously, she lifted her face as though wanting a kiss, but he held out his hand. Hughes, n. d. , para 3). Bill extends his hand to Mary almost instantly severing any idea of romanticism that Mary could have possibly had. Bill extends his hand to Mary almost instantly severing any idea of romanticism that Mary could have possibly had. Bill’s almost business like handshake shows that he doesn’t foster the same ideas or cling to the same memories that Mary does. Bill treats Mary as a colleague, not someone he one shared such an intimate part of himself with. He buried his feelings for Mary the day she gave up on him and their relationship. He now only sees Mary as an acquaintance. The unknown people walking around symbolize how Bill and Mary really no longer know each other. Standing talking to Mary in the hustle and bustle of the New York City streets, (â€Å"A great many people went past them through the park. People they didn’t know† Hughes, n. d. , para 4). Throughout the years that past and the lives they have lived people have weaved in and out. They now both lived two separate lives; Bills life was full of happiness and Mary’s life full of regret. But standing there on the street that day they were strangers themselves. Many years passing just like the people passing by on the busy city street. Even though knowing each other, sharing stories and lives with each other once upon a time, having an intimacy knowing each other in and out. Distance, time and experience have made them different people almost foreign to each other in a way. They are no longer the people they once knew now they are strangers much like the people weaving in and out on the busy streets. The use of Bill’s wife’s name symbolizes his happiness with his marriage and his wife. Bill has made a life for himself and is a very happy man. He tells Mary of this life and of his family with such enthusiasm and pride that you can tell he is right where he wants to be. When talking with Mary at one point Bill mentions his wife by name, Mary on the other hand seems to forget her that she husband. Not once during her and Bill’s conversation does she mention him by name. (â€Å"Sure,† he replied. â€Å"You and your husband must have dinner with my family some night. Any night. Lucille and I’d love to have you. † Hughes, n. d. , para 7). Bill invites Mary and her husband to his house for dinner and calls his wife by name. Saying (â€Å"Lucille and I’d love to have you†. ) Bill added a hidden intimacy for his wife by calling her by name. Letting Mary know then and there he loved his wife, by stating her name brought a reality to the fantasy for Mary. Ending and crushing any hope Mary may had clung to. Bill was happy and enjoyed his life; never once regretting his decision’s. Whereas Mary will live with regret for the rest of her life. I truly enjoyed this short story; I think a majority of people can relate. For me it was the lost love or the one who got away. I think that everyone in some way has had this happen to them I know that I have. I can relate to Bill, I can understand how he loved someone so much and they could just move on so easily without so much as a single word. Having your trust broken and it taking years before you can trust someone again is a long and painful road. I think love and relationships are something a lot of people take for granted now a days. Fighting over petty things, putting material possessions over human worth seems to be the norm for most relationships now a days. Fighting with someone and instead of talking it over or working it out; people holding grudges or moving on without so much as a single word uttered. But for Bill it worked out he found love, true love. I think for me the story showed that sometimes it takes a couple of wrong ones until your find the right one. To not let one bad experience jade you for the rest of your life because at the end of it all there is always a silver lining.

Marketing Management For The Service Industry Marketing Essay

Marketing Management For The Service Industry Marketing Essay Marketing analisys is a fundamental tool in constructing successful business. Understanding the market and where the firm is positioned helps to identify various factors that can influence company and its clients in order to figure out the feasibility of the product, distinguish project or possible evolution (Morgan, N., Pritchard, A. 2004). Therefore companies tend to adapt their approaches on business to the marketing environment. This report is the analysis of promotional strategy of the property described in the case study:  «Golden Arch Hotel: McDonalds Adventure in the Hotel Industry » from different perspectives. It discusses the examples of additional 3Ps of the Marketing Mix model, determines PEST and SWOT analysis, indicates the value that is created by this particular organization and evaluates the positioning concept of the firm. All discussed ideas are supported with examples from the case study, and some other theoretical information. Such are critically analysed and presented according to different methods of analyses. 2. Findings, Results and Analysis 2.1. Question 1 Explain the additional 3 Ps of the 7 Ps model and illustrate with examples from the case study. Analyze and explain how each one of those characteristics is important in the success of the Golden Arch Hotels. (written by Jae Woo Martin Jeong) Generally speaking, 7Ps marketing mix tools have become more and more important since the traditional marketing tools 4Ps were not enough to give a frame work for thinking of marketing and planning marketing strategy especially for service industries (Wilson and Gilligan 2005, p. 6). The additional 3Ps consisting of People, Process and Physical Evidence will be distinctively explained bellow with the examples from the case study and a simple graph of them will be shown on Appendix 1. People The first dimension of the expanded marketing mix is People. It indicates individuals who are directly and indirectly involved in providing customer satisfaction (Blythe 2009, p. 16). Golden Arch Hotel was running its hotels under the motivational job rotation principle according to the McDonalds restaurant philosophy, which aims to implement the consistent service standards for all the tasks. This was not only to bring customers satisfaction but also to produce synergy effect during the peak seasons by assigning employees to different positions and tasks (Michel 2005, p. 3~4). Process The second dimension is the Process, which is about how the product or service is delivered to clients to please them (Wilson and Gilligan 2005, p. 534). Golden Arch Hotel was giving high priority on cleanliness of the rooms by adopting McDonalds service standards (Michel 2005, p. 3), which is one of the most crucial factors for the guests satisfaction. Another distinguished process of Golden Arch Hotel was the hotels 24 hours operated McDonalds restaurant (Michel 2005, pp. 3). 24 hours food and beverage service was very unusual to find in Switzerland, however, it enabled both in-house and drive-through guests to get the meal at any time of the day. Physical Evidence The last dimension is Physical Evidence, which means the tangible proof of a service, such as: environmental surroundings of the products and services, ambient elements and everything that can be communicated how service has been delivered (Jeong, 2004). In the case of Golden Arch Hotel, it seemed to focus more on the guest rooms than any other hotel with facilities for guests comfort. Its efforts were proved by implementing in-room high-tech facilities such as electronic key, internet access and other computer facilities and investing large amount of money to accommodate oversized beds. Furthermore, it was also offering meeting rooms that could be flexibly transformed according to the numbers and the needs of the customers. In the case study about the Golden Arch Hotel, the important and undeniable role of additional 3Ps in the marketing mix tools are stated fairly clear through Golden Arch Hotels competitive advantages towards its competitors. That is because of the precise and reasonable use of marketing mix tools of the hotel management. 2.2. Question 3 The SWOT analysis is useful in creating a strategy that helps a business distinguish itself from its competitors. Why did the McDonalds decide to enter the hotel industry? What were the companys strengths that they hoped to transfer into this new venture? Were they able to do this? Why or why not? (Written by Diogo Pessoa e Costa) McDonalds Corporation decided to enter the hotel industry in the early 2000. This was part of a diversification strategy, which is proven way of generating new growth and to try to avoid complete market saturation. Another important reason was that the chairman of McDonalds Switzerland, Urs Hammer, came from an hotelier background and his knowledge and experience in the business was valued in taking over such a project. He firmly believed that the sharing of knowledge between the different restaurants would permit the emergence of new services or products. A SWOT Analysis is a strategic planning method used to evaluate the strengths, weaknesses, opportunities and threats involved in a project or a business venture. It involves identifying the internal and external factors that are favorable and unfavorable to achieve specific goals and objectives. McDonalds hoped to transfer several of their strengths into this new business. These strengths included the fact that they provided fast and friendly service. The hotel crew would therefore consist of a permanent employee pool that could implement the consistent service standards for every task in order to better serve the guests. High focus was given to the interior design and layout of the hotel as well as room cleanliness and comfort. The firm also used their decent relationship with their suppliers and local communities as a marketing strong point to restore their image after several discoveries of unsanitary practices in McDonalds restaurants. Several weaknesses were found into this new adventure. First of all, one of McDonalds biggest problems had to do with their positioning statement. A four-star hotel in Switzerland means luxury therefore it did not match McDonalds brand image at all. Also, most analysts were not very convinced that this expansion fit well with the corporations overall strategy. This was just a test and there was no real possibility of penetrating other important markets. By examining customer feedback, you can clearly identify the hotels main weaknesses. The only food available was McDonalds and since the hotel was relatively isolated, you had almost no possibility of eating somewhere else. Also, the staff did not prove to be so friendly and some guests felt the hotel was odd and did not like the atmosphere created by the design. Finally, the brand name Golden Arch was not chosen carefully since the two words do not translate well into the German language. By identifying the different opportunities, you realize that the hotel has a great potential for success but unfortunately, it is not being used to the best of its capacity. Since the Golden Arch was an airport hotel, it could negotiate contracts with airlines or surrounding large companies in order to retain market share for layovers. Due to its proximity with the Zà ¼rich Messe and the Autobahn, the hotel could put in place an efficient marketing strategy that would also attract Frequent Individual travelers coming from all around the world. The threats involving such a project come from the hard competition surrounding hotels in Zà ¼rich. McDonalds had to compete with well-established hotel chains such as Mà ¶venpick, Hilton, and the Accor Group. Several of this hotels had a fine dining, had larger meeting rooms, and were situated either closer to the airport or to major business centers. Within three years, the 7500 hotels rooms in Zà ¼rich were to be supplemented by around 3000 more rooms. The danger was that the market was reaching over-capacity and this would have negative consequences for the Golden Arch and the surrounding hotels, both in terms of occupancy and ADR. Another threat was the fact that the Swiss Human resources were drying out. Nobody wanted the do the simple and dirty jobs (except for foreigners) and it was almost impossible to find chefs or front office personnel. This conditions favored labor piracy. 2.3. Question 4 According to theory, what is value and how is it created by a hospitality organization? How does the Golden Arch Company attempt to create value for its customers? Did they succeed? Illustrate with examples from the case study. (Written by Malgorzata Szal) (references?) Hospitality companies strategies nowadays are continuously developing through new trends and fashions that are instituted by people globally. They try to create new and innovative marketing strategy to give their brand a significant meaning. In this industry, clients satisfaction is the most important objective, therefore companies invest in their benefits and values in order to keep their promises by delivering successfully. Due to this process, people are able to differentiate one brand from one another and as well decide which company offers the most for them. Every potential guest possesses different values, which are determined by factors such as culture, traditions, birthplace and family status. Hotels around the world try to attract and satisfy the biggest part of their market target by researching, understanding and analyzing their needs and consequently provide them with what they desire. Because of that, value is mostly created through packages, which means products are mixed and sold together with service provided. Usually they include accommodation, food and entertainment. Such combination increases significantly the value of the service products. Once we understand the fundamental laws of the physical and social world, we can analyze, plan and control them (Smart, 1992) Golden Arch Company before reaching standards of four stars hotels had analyzed all customers needs. As they decided to attract businessmen their design was focused on this type of guests. They provide many benefits to create value for their client which are presented in physical evidence part of Appendix 1. Bith hotels of Golden Arch company can be accessed easily. People traveling by car can use the underground parking or above ground parking and eat in their McDonalds restaurant, open 24 hours which is unusual in Switzerland. The hotels designers tried as well to improve guests satisfaction by creating a unique layout of the building and to give an impression of larger rooms by placing the bathroom behind a glass door, which unfortunately raised complaints and the doors had to be replaced. All the managers and employees were determined to succeed and they delivered. Their occupancy rate is not high but the hotel started to make profit from the first month of its operation. Unfortunately, the rate of returning guests is very low. People are not satisfied of the whole concept of a four star hotel run by McDonald Company. Daniel Deutscher, the owner of DEKA Treuhand was very surprised when he heard of this investment. It is hard to believe and imagine the McDonalds hotel to achieve four stars. There are standards that are hard to cover. Some guests complaints were about the service quality in the front desk saying it is very poor (Michel 2005, p. 7) and about the bad decoration of the lobby, bar or even the bedroom influencing the atmosphere (Michel 2005, p. 6) Golden Arch Company tried to combine its well known fast food brand image of McDonalds with four-star luxury hotel brand. According to the figures shown in exhibits in the case study, this idea has not been a success as forecasted. 2.4. Question 5 Explain the concept of Positioning and describe how The Golden Arch Hotel was positioned in this very competitive market. What market segments was the hotel hoping to reach? Did the company succeed? Why or why not? (Written by Kateryna Krupka) Positioning is defined as  «arranging for a product to occupy a clear, distinctive, and desirable place relative to competing products in the mind of consumers » (Kotler, P., Bowen, J.T. and Makens, J.C. 2010). According to the same authors, such has to be designed taking in consideration customer value differences, and therefore either increasing the benefits of the product, either decreasing some of its costs. As it is described in the case study, it was decided to position the Golden Arch Hotel as a 4-star property with luxury service and some business facilities. The hotel most probably attempted to reach the customers, coming from the airport for a night stay, as well as wealthy business people with a need of advanced comfort, coming for the meetings or conferences. However this appeared to be done unsuccessfully due to some factors, analysis of these is provided onwards. One of the most significant issues in regards to a hotel property is dining facilities. In discussed case McDonalds restaurant was the only place for the guests to eat, which might be enough for the people who are staying overnight, but seem to be not acceptable for the customers who stay longer. Furthermore, if the aimed customer was expected to stay some days entertainment facilities should have been provided, but this was not the case. Another important point is that Golden Arch had some of the additional facilities such as conference rooms and beds that modify their position, but did not fulfill some of the basic needs of its customers. One of these is need of food and drinks, as it was discussed before. The other one is safety need that was not fulfilled due to hotels location close to the large avenue and small amount of people around. However, according to one of the quests, the prices for the rooms were of high range. This also signifies that wealthy people were aimed to be attracted. Meanwhile guests were complaining about not getting immidiate service, having to ring the bell for the receptionist to come, as well as to ask for the possibility of having rooms sold at a better rate. Furthermore there was a situation decribed when the guests were clearly at the position of cheaper  «post 9pm walk-in » rate, and were not told that such posibility exists. Moreover these costomers were told to buy three rooms for five people at the full price. Clearly such suggestion did not satisfy their expectations. This attitude towards clients damages reputation of the property and affects its positioning in a negative way. Thus, it can be generalized, that all the details in the product have to coinside with the image drawn by positioning. Additionaly, inside the rooms there were many signes indicating that the hotel belongs to McDonalds company, however from outside this was not the case. According to the appendixes of the case ctudy, the logo of the hotel is different, and the name does not have  «McDonalds » in it, moreover, it is silently located by the side of the road. These should probably be done vice-versa, as the signs and logo might attract the guest to the property from outside and seem not to be needed inside of the rooms in such quantity. It it suggested that  «If the company promises greater value, it must then deliver greater value » (Kotler, P., Bowen, J.T. and Makens, J.C. 2010). Failure of compliance of this is probably the reason of unsuccessful positioning of the Golden Arch brand. The image, ambiance and service are seem to be transfered from the McDonalds restaurant insted of being developed specifically for the hotel. Nevertheless McDonalds brand statement is  «Everyday affordability » (MacDonald 2008) and the Golden Arch meant to be luxury, however these two types of brand do not normally attract the same market. Therefore some issues were not addressed properly, such as fulfilling basic needs of the guests, selling accommodation at a price that corresponds the level of its facilities and providing appropriate service. 3. Conclusions In a competitive marketing environment, located close to Zurich airport and A1 highway, Golden Arch hotels seemed to be successfully at implementing McDonalds service standard into their hotels, high-tech facilities and unique design features. These were enforcing the image of the property and helping to sell its services. However poor customer satisfaction as well as improper positioning led to destruction of the brand image in the minds of clients. After the analyses were done, it was recognised that there are some changes that should have been done by the company in order to improve such situation. Firstly the company should have re-evaluated its service standards before implementing to the luxury segment. Secondly, they should have implemented impactive service audit program. Furthermore they could have matched the design with the class of hotel and type of customers. Finally, the hotel should have either repositioned itself as a lower-class property, either added some facilities that match 4-star range, such as, for example, one more restaurant. 4. Appendixes Appendix 1 (Michel, S. 2005)

The Orthodontic Tooth Movement Health And Social Care Essay

The Orthodontic Tooth Movement Health And Social Care Essay Orthodontics tooth movement is achieved by delivering a constant controlled force to the teeth. The duration of the force applied is the key factor for successful tooth movement rather than the force magnitude. The aim of the orthodontics treatment is to achieve good occlusion with minimal side effects. Several factors should be considered during the orthodontic treatment such as force type, force magnitude and the duration of treatment to avoid the undesirable effect. Proffit have defined the orthodontic tooth movement as a biological response due to the changes in the physiological equilibrium of the dentofacial complex when an external force is applied. Theories of orthodontic tooth movement Teeth are positioned in harmony with the oral environment to maintain their position. The applied forces will cause histological changes during teeth movement. These forces will cause bone resorption on the pressure side and deposition on the tension side, most importantly that the capillaries remain patent on the compressed side to allow cell proliferation and avoid the formation of hyalinized zone On the other hand bone formation will occur at the tension side due to the increased periodontal ligament width and the proliferating fibroblast and osteoprogenitor cells. Osteoblast will be formed from the proliferated osteoprogenitor and will deposite osteoid and result in bone formation.( systematic review) Several theories have been proposed to explain orthodontics tooth movement. The main theories are : Biomechanical theory The biomechanical theory is mainly based on experiments and cellular response observation explaining the biological events during orthodontic tooth movement. The earliest evidence supporting the role of Prostaglandin in orthodontic tooth movement was provided by Hang (Hang et al 1976). He noticed that mechanical distortion of the cell membrane in a culture dish will increase the synthesis of Prostaglandin. Later Harrel supported these finding in his in vitro. Harrel showed that mechanical distortion will generate Prostaglandin and cyclin adenosine monophosphate (c AMP).HARREL 1977 Other researchers ( rodan et al 1975, davidaritch and shanfield 1975) have found that mechanical distortion will cause changes in the intracellular nucleotides changes. The biomechanical theory was based on these finding and proposed that mechanical strain of the cell membrane will activate the cell signaling cascade. Initially phospholipase A2 will be activated which will initiate the metabolism of arachidonic acid. The leukotrienes and the Prostaglandins will be synthesized in response to the metabolism of Arachidonic acid. The synthesis of Prostaglandin will increase three time after five minutes. The Prostaglandin then activates the G proteins receptors on the cell membrane which will initiate a second messenger signaling cascade causing a cellular response leading to bone remodeling. Yamasaki provided further evidence to support this theory by designing a three phase split mouth study to investigate the effect of administrating Prostaglandin on orthodontic tooth movement. One side was injected with Prostaglandin and the contra lateral served as the control. Phase one involved the movement of the upper first premolar buccaly. The rate of tooth movement was doubled on the injected side when compared to the control side. Phase two involved retraction of the canine into the upper first premolar space using sectional contraction loops. The findings were similar to phase one. The third phase involved the retraction of the canine with the routine mechanics. The rate of movement was 1.6 faster on the injected side than the control side. No adverse effects were recorded in the gingiva or the alveolar bone. Yamasaki et al 1984 piezoelectric theory This theory proposes that the pressure applied to the tooth will be transferred to the adjacent alveolar bone which will respond by bending and causing small electrical current produced by electrons being transferred from deformed crystal structure to another. The electrical current will activate the osteoclast and osteoblast and result in bone remodeling required for tooth movement (mcdonald 1993) This theory was supported by Baumrinds split mouth study on rats. Baumrind showed that the tooth crown will displace ten times more than the reduction of the periodontal ligaments on the pressure side. The difference in the amount of displacement between the crown and periodontal ligament has lead to the assumption that the alveolar bone deflects more readily than the periodontal ligament. Considering the amount of crown deflection and the periodontal ligament changes, it can be concluded that lower forces can be used to produce bone deflection which will create changes in the periodontal ligaments.(baumrind 1969) Several studies on animals and human investigating an endogenous electric signals, bioelectric potential, showed that the application of low voltage direct current will modify the bioelectric potential and cellular activity causing faster tooth movement when compared to a control group.(giovanelli s à ¢Ã¢â€š ¬Ã‚ ¦.ref 9 p324) Davidovich showed that by applying electrical current ( 15  µ amps) combined with force of 80 g will enhance bone resoprtion near the anode and bone deposition near the cathode when compared to the control.( Davidovich et al 1980) Heller and Nanda demonstrated that periodontal ligaments are less likely to undergo tensile strain or transfer the force directly to the alveolar bone.( Heller and Nanda 1979) Piezoelectric signals characterize by a fast decay rate even if the force is maintained as the crystals will remain stable. If the force was removed the crystal will return to the original shape and an equivalent signal and opposite in direction will be created. The role of stress generated signals during normal mastication is well documented in the literature in maintaining the alveolar bone. On the other hand, the constant orthodontic forces will create a brief signal which will not create a prominent stress generated signals. These signals have little if anything to do with tooth movment.Profit text book Pressure tension hypothesis Classic hypothesis proposed by Oppenheim, Sandstedt and Schwarz based on histological research. This theory proposes that tooth movement will occur in the periodontal ligaments and the collagen fibers will create a pressure and tension sides transferring the applied forces to the adjacent alveolar bone. The forces should be less than the capillary blood pressure to maintain the blood flow and avoid bone necrosis. On the pressure side, the periodontal ligament will display disorganization and the cell replication will decrease in response to the vascular constriction. On the tension side the periodontal ligament will be stretched and increase the cell replication. Baurmrind 1969 report showed statistically significant increase in cell replication during tooth movement and there was a reduction in collagen formation rate on the tension and pressure side. Heller and Nanda (1979) interfered with the collagen function and metabolism by administrating lathyritic agent beta aminoproprionitrile and showed that normal tooth movement will occur in periodontal ligaments with disrupted collagen fibers. Their findings demonstrated that periodontal ligaments are less likely to undergo tensile strain or transfer the force directly to the alveolar bone. Bone bending Orthodontic tooth movement phases Once the orthodontic force is applies to the tooth the bone remodeling process will begin. During the first six to eight days there will be an initial period of rapid movement due to the periodontal ligaments compression and tooth displacement within the periodontal ligament. The blood supply will be reduced or cut off producing hyalinized zone; a vascular cell free zone. In the second phase; the lag phase; tooth movement will be minimal or will stop completely due to the hyalinized zone. On the histological level Retain ( 1957, 1960) have reported that the a vascular cell free zone will be formed even with minimal force and the a vascular cell free zone will occur more with short roots. The lag in tooth movement varies between four to twenty days according to the applied force; with light forces the lag phase will be relatively short and it will increase with heavier forces. The periodontal ligaments will reorganize to remove the hyalinized zone by phagocytosis; foreign body gaint cells, macrophages, fibroblast and pre-osteoclasts will be recruited from the neighboring undamaged alveolar bone marrow cavities and the periodontal ligaments. Once the avascular cell free zone is removed tooth movement will commence again; the last phase. Tooth movement usually begins forty days after the initial force application. Recent study by Von Bohl demonstrated that the hyalinized zone will be formed during the last phase and it is more frequent with high forces and have no effect on orthodontic tooth movement at this stage as the bone remodeling process will continue at a certain rate independently from the force magnitude. Von Bohl concluded that the formation of a vascular cell free zone is apart of the orthodontic tooth movement process. His report supported the pervious finding of Owman moll et al 1996 and Vas leeuwen 1999 Orthodontic force magnitude Orthodontic forces can delivered through the use of fixed appliances, removable appliances , TAD, extra orally such as head gear à ¢Ã¢â€š ¬Ã‚ ¦etc.to achieve the desired tooth movement different force magnitude will be required. The recommended forces are: bodily movement tipping intrusion extrusion

Shelleys Hymn to Intellectual Beauty and Mont Blanc Essay example --

For Shelley, poetry moves beyond descriptive communicability; it defers meaning, destabilizes understanding, and defamiliarizes perception. Poetry "awakens and enlarges the mind," he says in A Defense of Poetry, "by rendering it the receptacle of a thousand unapprehended combinations of thoughts" (961). The poet-figure envisions new realities and new emotions, the likes of which invalidate, if not eradicate, intimations of referential meaning. "Poetry," Shelley states in his Defense, "lifts the veil from the hidden beauty of the world, and makes familiar objects be as if they were not familiar" (961).[1] In "Hymn to Intellectual Beauty" and in "Mont Blanc," Shelley offers an intriguing, though perplexing, look at the functioning of the human mind under the influence of nature, inspiration, and poetic creativity. Composed during a tour of the vale of Chamonix between June 22 and August 29, 1816, nearly twenty years after the composition of Wordsworth's "Tintern Abbey," Shelley's poems can be read, as some critics have done, as a "Wordsworthian experience" (Brinkley 45). Shelley and his literary precursor share a similar interest in some of the ways the mind works in and reacts to Nature. But whereas Wordsworth finds solace in Nature -- a setting wherein he behaves as a "lover of the meadows and the woods / And mountains, and of all that we behold / From this green earth ("Tintern Abbey," 104-106)[2] -- Shelley ultimately finds it spiritually and intellectually dissatisfying. Although they both use the natural setting and landscape as their subject, the parallels between Shelley's poem s and Wordsworth's remain somewhat perfunctory. Nature, for Shelley, is nefarious. The universe of Shelley's "Intellectual Beauty" and "Mont Bla... ... 24:2 (1986 Dec): 45-57. McNulty, J. Bard. "Self-Awareness in the Making of 'Tintern Abbey'." The Wordsworth Circle 12:2 (1981 Spring): 97-100. Shelley, Percy Bysshe. "Alastor." Romanticism, 1st ed. Ed. Duncan Wu. Oxford: Blackwell, 1994. 834-852. --- "Hymn To Intellectual Beauty." Romanticism, 1st ed. Ed. Duncan Wu. Oxford: Blackwell, 1994. 852-855. --- "Mont Blanc." Romanticism, 1st ed. Ed. Duncan Wu. Oxford: Blackwell, 1994. 855-860. --- A Defence of Poetry. Romanticism, 1st ed. Ed. Duncan Wu. Oxford: Blackwell, 1994. 956-969. Storey, Mark. The Problem of Poetry in the Romantic Period. New York: St. Martin's Press, Inc, 2000. Wordsworth, William. "Tintern Abbey." Romanticism, 1st ed. Ed. Duncan Wu. Oxford: Blackwell, 1994. 240-244. --- 1802 Preface to the Lyrical Ballads. Romanticism, 1st ed. Ed. Duncan Wu. Oxford: Blackwell, 1994. 250-269.

Upon the Edge of My Endeavor : Understanding How to Learn. :: Free Essays Online

Upon the Edge of My Endeavor : Understanding How to Learn. I stand awake and alert. A first year college student with my sights fixed firmly ahead and my goals just within reach. A positive light is cast upon my future endeavors. Yet, as I reflect upon my educational experiences, I find myself drawing parallels between the direction in which my life is headed now and the similar paths I have traveled along before. I am forced to ask myself if I am truly prepared for what lies ahead. I have asked myself the same thing many times. I was once in a similar position. A fledgling student wavering just between the lines of hesitancy and motivation. I was beginning my freshman year at Oakmont Regional High School in Ashburnham, Massachusetts. Ashburnham Massachusetts is the stereotypical image of the small New England town. Its boundaries are drawn not by geographic limitations but by the unspoken societal messages that all students are exposed to at some point during their educational experience. "Dress a certain way, don't ask too many questions, don't ask the wrong questions, always follow the directions, etc†¦" Most of the incoming freshman had been born there and had experienced similar opportunities from the day they all learned to tie their shoelaces to the day they received their high school diploma and shook hands with the superintendent. I was the exception to the rule in some respects for I had moved to Massachusetts from the Philadelphia area at the end of elementary school. I had not had the same experience as my peers. Not to say that my previous education was in any way superior to the one I was about to receive. However, I did encounter a bit of a culture shock upon my arrival. Freshman year of high school careened past my very eyes before I had the maturity to fully comprehend the knowledge and life experience that was being imparted to my young impressionable intellect. The somewhat nebulous idea of high school loomed before me, acting as both a mirage and a reality. The atmosphere itself was cramped. Every detail about the school was small, building size, classrooms, the student population. Yet in a broader sense I was overwhelmed by the enormousness of the task that lay before me. I was more concerned with surviving the first year than with anything else. Quite obviously I did survive, but not entirely because of the welcoming and nurturing environment that public school systems are expected to adopt. Upon the Edge of My Endeavor : Understanding How to Learn. :: Free Essays Online Upon the Edge of My Endeavor : Understanding How to Learn. I stand awake and alert. A first year college student with my sights fixed firmly ahead and my goals just within reach. A positive light is cast upon my future endeavors. Yet, as I reflect upon my educational experiences, I find myself drawing parallels between the direction in which my life is headed now and the similar paths I have traveled along before. I am forced to ask myself if I am truly prepared for what lies ahead. I have asked myself the same thing many times. I was once in a similar position. A fledgling student wavering just between the lines of hesitancy and motivation. I was beginning my freshman year at Oakmont Regional High School in Ashburnham, Massachusetts. Ashburnham Massachusetts is the stereotypical image of the small New England town. Its boundaries are drawn not by geographic limitations but by the unspoken societal messages that all students are exposed to at some point during their educational experience. "Dress a certain way, don't ask too many questions, don't ask the wrong questions, always follow the directions, etc†¦" Most of the incoming freshman had been born there and had experienced similar opportunities from the day they all learned to tie their shoelaces to the day they received their high school diploma and shook hands with the superintendent. I was the exception to the rule in some respects for I had moved to Massachusetts from the Philadelphia area at the end of elementary school. I had not had the same experience as my peers. Not to say that my previous education was in any way superior to the one I was about to receive. However, I did encounter a bit of a culture shock upon my arrival. Freshman year of high school careened past my very eyes before I had the maturity to fully comprehend the knowledge and life experience that was being imparted to my young impressionable intellect. The somewhat nebulous idea of high school loomed before me, acting as both a mirage and a reality. The atmosphere itself was cramped. Every detail about the school was small, building size, classrooms, the student population. Yet in a broader sense I was overwhelmed by the enormousness of the task that lay before me. I was more concerned with surviving the first year than with anything else. Quite obviously I did survive, but not entirely because of the welcoming and nurturing environment that public school systems are expected to adopt.

What Is the Distinction Between Equal Opportunities and Managing Diversity? How Is It Possible to Justify Either in an Organisation?

What is the distinction between equal opportunities and managing diversity? How is it possible to justify either in an organisation? What are the distinctions between equal opportunities and managing diversity? Equal opportunity ensures that all personnel decisions that relate to recruitment, pay and promotion are only based on an individual’s capability to do their job well. Equal Opportunities: The term used to describe ‘policies and practices that tackle inequalities, aiming to ensure that all staff are treated fairly, and that service users do not experience discrimination’Equal opportunity is concerned with keeping within the law; all organisations are required by law not to discriminate an individual by reasons of their colour, marital status, disability, gender, race, nationality or ethnic or national origins. At the very least organisations should abide by the; Equal Pay Act 1970, Sex Discrimination Act 1975, Race Relations Act 1976 and the Disability Discrimination Act 1995. Diversity however is a more wide-ranging approach to equal opportunity. Diversity focuses on valuing the varying of qualities that employees bring to their job and organisation. Managing diversity therefore is when a manager creates an environment where the employees feel valued for their individual talents and where the employee’s skills and competencies are fully utilised. Taking advantage of all employees’ full potential will benefit the organisation in many ways; such as it will encourage employees to work to the best of their ability and a wide range of experience, creativity and ideas will be brought to the organisation. Managing diversity can be defined as ‘a planned, systematic and comprehensive managerial process for creating an organisational environment in which all employees can contribute to the strategic and competitive advantage of the organisation, and where no one is excluded on the basis of factors unrelated to production. ’ Equal opportunities within the workforce have many advantages; everyone is treated fairly and without prejudice, removing barriers which impact more harshly on individuals of reasons such as gender, disability, and race, focusing on an individuals abilities rather then who they are. Furthermore the concept of equal opportunities also has its disadvantages; positions such as nurses are mostly seen as a ‘women’s job’ therefore a patient might not be comfortable with having a male nurse and a job that requires heavy lifting is seen as a male position therefore a male is more likely to be recruited. If two candidates both have the qualifications needed for the job description, managers may feel that they should recruit the candidate who fits the equal opportunity policies rather then the candidate who they feel is more suitable to cope better with the dedication that the job requires. Diversity within the workforce has many advantages. These advantages include; a greater access to a wider range of individual strengths, experiences and perspectives, a greater understanding of the diverse groups of potential and existing customers represented within the workforce, better communication with these diverse groups of potential and existing customers and an improved legitimacy and organisational image across a wider audience. Diversity within the workforce also has disadvantages as well as advantages. Some of the disadvantages include; an increase in conflict among the workforce as differences in opinion makes it more difficult to agree on solutions, poorer internal communication because levels of knowledge and comprehension differ between employees, an increase in the management costs that arise from dealing with potential conflict and communication problems. Valuing diversity means that organisations recognise that all individuals have complex identities made up of many strands. These can include, but are not limited to, gender, ethnicity, age, sexual orientation physical and mental aptitudes, nationality, socio-economic status, and religious, political or other beliefs. This means we embrace and celebrate our differences in a positive environment, and are committed to engage with the needs of our diverse staff and users to enable us, both individually and corporately, to achieve our aims. From 1971 to 2001 the rate of female participation in the workplace had increased from 56. % to 72%. This increase is due to equal opportunities; all organisations are required by law not to discriminate an individual by their gender, both men and women are equal. The Sex Discrimination Act meant that both men and women are to be treated equally in the recruitment and selection process therefore resulting to an increase of female participation in the workplace which then resulted to a decrease in male participation rate, now at 84% (Equal Opportunities Review). However equal opportunity is not yet completely equal; for instance pay differentials between men and women have only narrowed down a little since initial improvement after implementation of Equal Pay Act 1970, women still earn 18% less. Racial and ethnic groups’ rate of unemployment is still more compared to white population. Also disabled peoples’ rate of employment is 53% compared to 84% for non disabled. Age discrimination often occurs; both being too young and being too old is discriminated against. Coded language in a job description is used to identify the age range in which they managers are looking for. Managers tend to see young applicants as less worthy and less capable of fulfilling the job position. Managers also see old applicants as unreliable and they are not regarded as long term workers so they are less likely to hire an older applicant. Not all discrimination however is direct discrimination. Indirect discrimination can occur; this is when a requirement is applied equally but it affects one group more negatively then the others. Managers are faced with a number of problems when it comes to equal opportunities and diversity. Firstly they are faced with the problem of how to ensure fairness; it is not always possible to comply with the rules, for instance where a job requires heavy lifting it is more practical to seek a male worker as they are known to be the psychically stronger sex however this is not always the case. Another question managers need to face is should they ignore the differences and treat people equally or acknowledge differences and treat people differently? Everyone is an individual and therefore their differences should be taken into account when a manager makes a decision; for instance an employer has to make reasonable adjustments in respect of a disabled employee. Equality and diversity is vital for both the employees and the success of the organisation. Managers have a moral obligation to treat all individual with the same fairness and equality. It is important for managers to make their decisions without prejudice and stereotype. However it could be argued that a manager’s aim is increase profit not morality. Equality and diversity is also important to the success of a business. Equality and diversity would lead to a positive company image; therefore attracting customers and creating customer loyalty. However it is difficult to find a meaningful measure of equality and diversity. How is it possible to justify equal opportunities and managing diversity in an organisation? Tesco is an example of an organisation that tries to provide diversity for all individuals, no matter their differences. For example Tesco has devoted itself to providing more employment opportunities to disabled people by signing agreements with disability employment providers Remploy and the Shaw Trust. This has lead to 400 disabled people getting recruited. â€Å"The local community is very important to Tesco and these vital agreements ensure we help local disabled people to find employment† announced Claire Peters, head of resources. Another example is that Tesco tries to extend its workforce’s working knowledge of religions operating in the UK. Tesco issues employees with religious toolkits to improve their knowledge and understanding of all religions and their corresponding festivals, daily routines and eating habits. Tesco also provide mangers with a support pack at Ramadan which help them understand how to support staff and customers better during this time of fasting for Muslims. ‘Everyone is welcome’ is the name given to Tesco’s diversity work and it is driven by the value ‘look after our staff so they can look after our customers. Everyone is welcome trains managers so that they will feel more confident in encouraging talent from more under represented groups. Tesco takes part in national benchmarking surveys, giving them an independent assessment of how they perform under each area of diversity. This year they were awarded Gold standard in the Opportunity Now benchmarking survey and they were also recognised as an Age Positive Employer Champion by the Department of Work and Pensions. They ha ve recently completed the Employer's Forum on Disability Survey and the Stonewall Diversity Champions Index. In addition another organisation that aims to provide diversity within the workforce is Toys R Us. Toys â€Å"R† Us is a major retailer of toys and children's merchandise and has stores spread across the world. To ensure the employees are comfortable with discussing differences, Toys R Us chose to begin their workforce diversity with one day of LIFO training. LIFO training has gone beyond the successful, turnover-reducing diversity program to take an important part in the management development curriculum and in training line managers to facilitate performance improvement with store personnel. The workforce diversity program aims to encourage employees to discuss their differences and to ensure they feel comfortable and to provide a great source of insight. It is aimed to enable their participants to open up and share with each other their own styles and how their styles had helped or hindered them in the business setting. Including LIFO training in the diversity workforce program has enabled Toys R Us to achieve a number of key program goals and it has helped participants identify behaviours they want to change and what will motivate them to change. In conclusion the distinction between equal opportunities and managing diversity is; equal opportunities are policies that tackle inequality such as race and gender whereas managing diversity focuses on the varying of qualities whereby managers create an environment where the employees feel valued for their individual talents. The equity and diversity policies are designed to develop equal opportunities policies, provide training, review recruitment, selection, promotion and training procedures, consider the organisations image, set an action plan and draw up a clear and reasonable job criteria. References: Managing diversity (Online) Available at: http://www. ncvo-vol. org. uk/askncvo/index. asp? id=178 Accessed on 23/4/08 Tesco diversity (Online) Available at: http://www. tescocorporate. com/page. aspx? pointerid=7CA5D7226B6E40808B3FFC797B2443D7 Accessed on: 24/4/08 Diversity and equal opportunities (Online) Available at: http://www. nationalarchives. gov. uk/jobs/equalopportunities. htm Accessed on: 25/4/08 Toys R Us (Online) Available at: http://www. bcon-lifo. com/doc_library/ToysRUs_turnover. htm Accessed on: 25/4/08

Critical Analysis of Quantitative Research Essay

The researchers in this experiment aimed to â€Å"Investigate the quantitative differentiation of pulmonary dendritic cells in smoker with or without chronic obstructive pulmonary disorder (COPD) to explore the possible role of dendritic cells in smokers suffering COPD† (Yan-wei, Yong-jiang, & Xian-sheng, 2010). Dendritic cells (DCs) are inflammatory cells that are considered to be the promoter of immune responses; knowing this the researchers hypothesized that DCs may play an important role in the development of the disease. See more: how to write an analysis Subjects were broken into three groups based on an illness gradient: (control group, smokers without airflow obstruction, and COPD group as determined by the Chinese Society of Respiratory Disease). Samples of alveolar tissue were taken from these three groups and studied using immunohistochemical staining and immunofluorescence confocal laser scanning. The results from the experiment are portrayed using a one-way analysis of variance, Pearson’s r coefficient, graphs, and scatter plots. The conclusion of the data showed that â€Å"The quantity of the DCs significantly increased in smokers with COPD compared with non-smokers or smokers without COPD† (Yan-wei et al., 2010). A critical analysis of this article received a 31.5. The article was well put together and provided many up to date references as resources to give a better understanding of the research. The authors explained their methodologies in great detail and the production of their data was concise and easy to read. However, the study lacked when it came to representing a diverse population. The study also lacks in terms of providing evidence of the consent of the subjects and the evidence of the governing body of the experiment. The research that was done in this experiment allowed scientist to develop new hypotheses concerning dendritic cells and their role in chronic diseases such as COPD. The links that were made with this research between dendritic cells, lung capacity, and cigarette smoke could potentially be the forefront of new treatments and earlier diagnoses for COPD victims. References Yan-wei, S., Yong-jian, X., & Xian-sheng, L. (2010). Quantitative differentiation of dendritic cells in lung tissues of smokers with and without chronic obstructive pulmonary disease. Chinese Medical Journal, 123(12). Retreived from http://www.cmj.org/Periodical/PDF/200481469383420.pdf